exam 2 Flashcards
concept to which numbers are attached
variable
predict the dependent variable
independent variable
of key interest, we want to understand or forecast
dependent variable
changes the relationship between an IV and a DV
moderator variable
According to Robbins – tentative explanation of the relationship among variables
hypothesis
Formed BEFORE data are gathered
hypothesis
null, no relationship
Ho
alternative, some form of relationship
Ha
a statistic that measures relationships
correlation coefficient
what is negatively related to turnover according to Robbins?
strength of relationship (correlation coefficient)
manipulate the IV, gather data on the DV, and control many other variables
lab studies
good support for causality , control many possible extraneous variables
strengths for lab studies
artificial and not generalize to the real world
weaknesses for lab studies
The independent variable and the dependent variable is measured, in real world organizations
field experiment
Still manipulate the independent variable, Some insight into cause and effect, Strong statistical analysis, and more generalization to the real world
advantages of field experiment
Lose some of the insight into cause and effect and Hard to get cooperation from organizations
disadvantages of field experiment
Data is gathered on independent variable and dependent variable
field study
good measurement and rigorous statistical analysis
advantage of field study
Harder to make causal arguments
disadvantage of field study
Synthesis of many previous studies on a topic
meta-analysis study (phil’s FAVORITE study)
Rigorously combines all the studies together (consensus)
advantage of meta-analysis study
Results are little better than the studies that go into the analysis
disadvantage of meta-analysis study
the process of allocating personal resources (time, energy) to various behaviors to result in maximum satisfaction
motivation
Needs are ______________ for goal states
recurrent desire
Murray says needs are NOT __________
hierarchical
what are Murray’s 4 needs in the workplace?
1) need for achievement
2) need for affiliation
3) need for autonomy
4) need for power
when people exhibit behavior toward competition
need for achievement
desire for close and friendly relationships – driven to find people they enjoy working with or hanging out with
need for affiliation
desire for independence and freedom from constraints
need for autonomy
desire to influence others and control the environment
need for power
need to be dominant for the sake of being dominant – has to be in control
personal power orientation
tend to get promoted and rise to higher levels of the workplace - higher salaries and higher job performance
institutionalized power manager
herzberg’s theory of job satisfaction
1) two innate sets of learned needs
2) hygiene needs - maintenance needs (pay, job security, working conditions)
3) motivator needs - higher order (independence, responsible, recognition)
4) starts the focus on job design
5) limited research support
behavior is directed at maintaining an internal balance of psychological tension
equity theory
anything a person FEELS they contribute
inputs
all the factors a person perceives they get from an organization
outputs
points under equity theory
- tension is uncomfortable
- ratio
- choosing an other
- theory vs. results
any inequality energizes ________.
behavior
when you get the shaft, it really __________ ________
energizes behavior
link between efforts and performance
expectancy
valence, instrumentality, expectancy
expectancy theory
usually expressed as a percentage
expectancy
higher percentage means motivational force
expectancy
the attractiveness of an outcome
valence
more valence means more __________ __________
motivational force
pay raise, promotion, bonus, time off, gift card
examples of valence
typically measured on a scale
valence
the association between some level of performance and an outcome
instrumentality
measured with correlation coefficient
instrumentality
stronger relationship with instrumentality means more ___________ ________
motivational force
measured with correlation coefficient
instrumentality
Vrooms says you need to think about them __________ first and then _________ them
individually; combine
E x I x V =
motivational force
if any one component = 0, ___________ _________ equals 0
motivational force
behavior intentions (how you plan to behave) leads to _______
behavior
buys you a bunch of things that are important
behavioral intentions from goal
these mechanisms usually lead to increase of performance
directs attention to the specific goal; regulates effort; persistence; work smarter
very specific number attached or part of the goal – incredibly important to have in making goals
Specific goals
tell if someone/organization met the goal
measurable goals
“difficult” but doable
attainable goals
concentrate on output or results
results oriented goals
goals have to be set for a specific time frame (monthly, yearly, other time frame)
time related goals
Economic gains (plant) are shared among parts of the organization
gainsharing
portion of profits and distributing them
profit sharing
a relatively permanent change in behavior produced by experience
learning
learning can be accomplished by imitating others
Bandura’s Social learning theory
Bandura’s learning stages:
- pay attention to a model
- cognition
- actually perform the behavior
- presence of reinforcers
skills you might want to learn; usually respect
pay attention to a model
organize the event in terms of past; mentally rehearse how you would do it
cognition
training - people need a model; people should have a chance to “do” the behavior
implications
initially responds to stress or (worry, begin action planning)
alarm
gather personal resources and attempts the task
resistance
prolonged exposure to the stressor..stress does not allow the person to cop
exhaustion
physiological problems
psychological problems
behavior
impacts of stress
a. moderate exercise
b. relaxation
c. time management (function of priorities)
individual responses
healthier lifestyle leads to:
job satisfaction and job performance
don’t worry about all the things inside people’s heads. instead worry about behavior that can be observed
philosophy
given a situation, any action that produces dissatisfaction is less likely to reoccur
law of effect
those events which increase the probability of a response – EX: rewarding
positive reinforcer
those events that increase probability by their removal
negative reinforcer
events that decrease the probability of the response
punishment
happens after behavior and decreases probability
punishment
reinforce every correct response
continuous
focus on the first correct response after a time
fixed interval reinforcement
reinforce a correct response after an average of responses
variable ratio schedule
modifying behaviors
- pinpoint behaviors
- perform functional analysis
- manage A + C
- consider evaluation of your program
an adaptive response that is a consequence of any external action, situation, or event that places special physical or physiological demands on a person
stress
intense achievement, striving competitiveness, impatience
type A stress
less time urgency, more ability to gear up and gear down
type B stress
